City of Greater Sudbury STRATEGIC PLAN 2012 - 2014
Shaping Our City’s Future Strategic Plan 2012 - 2014 1 Message from Mayor Mayor and Council Marianne Matichuk Changing The Way For Our Future
ast year I invited Council to gather together to discuss our priorities and commitments and to take a look at where we want to see Greater Sudbury today Land in the future. We came from those meetings with the understanding that we want to work together to see our City move forward. Create jobs and opportunities so our young people don’t move away, diversify tourism, enhance our infrastructure including working with the private sector to assist with building a multi-use centre. Throughout the discussions it was evident that we all have a sense of pride for our community and our image. We agreed that there is more work to be done on enhancing our image and letting the world know that Sudbury has grown and changed and Greater Sudbury is a healthy, green community full of opportunities.
I want to thank Council and our Senior Management Team for their participation in making our priority sessions a reality and to our volunteer guest speaker Mr. David Tsubouchi and moderator Karen Gordon who led us through this collaborative approach.
As we see these projects and ideas come to fruition we can be proud of the work that we have done. Together we can ensure that Greater Sudbury is the best place to live, the best place to work and the best place to play.
Thank you | Merci
2 City of Greater Sudbury Strategic Plan 2012 - 2014 3 Executive Summary Message from CAO Doug Nadorozny
The strategic plan 2012-2014 reflects the vision mission and values of the City of Greater Sudbury. This document is a plan for the next two and a half years but, more than that, it is a promise The strategy will take merging opportunities will continue to enable great things to happen from the past and a vision of our future. All actions contained in this strategic plan are in line in Sudbury. The focus and intention of Council and the City toward key priorities will with our organization’s vision, mission and values. The principles on which these actions are contribute to great outcomes for citizens and the community as a whole. based are principles that we have been proudly supporting for many years: environmental sustainability, infrastructure renewal, a positive economic environment The 2012-2014 Priorities of City of Greater Sudbury Council are; and a healthy community.
1) Infrastructure Thank you to the dedicated staff who took Council’s vision and developed a road map to • Maley Drive guide us through the next several years. The actions we will take in support of Council’s • Industrial Lands vision are achievable. I know each and every one of us is working, every day, on many • Ranking of Roads for Investment projects that will shape our city’s future. I look forward to making each goal a • Master Plan Water and Wastewater reality with you.
2) Growth and Jobs Doug • Development Opportunities i.e. Ferrochrome Processing Refinery • Minimizing Red Tape for Developers/Development • Promotion of Trades
3) Image • Community Profiling • Rock of Fame • Enhancing Communications
4) Tourism • Increased Multi-Use Space, Convention Centre • Tourism Tagline • Amphitheatre • Bud Car/Tourism Train • Motorsport Park
5) Healthy Community • Promoting Sudbury as a Healthy Community • Therapeutic Pool
4 City of Greater Sudbury Strategic Plan 2012 - 2014 5 Guiding Principles
Vision Mission Statement
We provide excellent access to quality municipal A growing, world-class community bringing talent, services and leadership in the social, environmental technology and a great northern lifestyle together. and economic development of the City of Greater Sudbury.
Values
As stewards of the community, we: Greater Sudbury in relation to Southern Ontario Cities • provide high quality service with a citizen focus Greater Sudbury vs. • manage the resources in our trust efficiently, Southern Ontario Cities responsibly and effectively • encourage innovation and accepting risks • maintain honest and open communication • create a climate of trust and a collegial working environment • act today in the interests of tomorrow The City Greater Sudbury is centrally located in Northeastern Ontario at the convergence of three major highways. It is composed of a rich mix of urban, suburban, rural and wilderness environments.
It is also a vast community - the City is 3,267 square the size of a southern Ontario municipality. Greater kilometres in area, making it the geographically Sudbury is also a multicultural and truly bilingual largest municipality in Ontario and second largest community - over 27 percent of people living in the in Canada. The City of Greater Sudbury is a regional City reported French as their mother tongue in 2006. centre, serving residents from across Northeastern Almost 39 percent of people identify themselves as Ontario. The City of Greater Sudbury is a community being bilingual. Italian, Finnish, German, Ukrainian and of communities which reflects historic settlement Polish are the top five non official languages spoken patterns and has resulted in a low (or enviable) in the City. More than 6 percent of people living in the population density when compared to other City are First Nations. municipalities. The municipality is responsible for providing services across a geography many times
6 City of Greater Sudbury Strategic Plan 2012 - 2014 7 Opportunities
• Northern Growth Plan • Environmental stewardship • Partnerships and leveraging opportunities • Human services integration • Private sector growth and investment in the • Business intelligence – analytics and infrastructure community (job creation) • New investment and human capital • Global economic engagement • Vibrant Francophone and First Nation populations • Resource rich economy and environment • Strategic use of financial resources and assets • Social inclusion and accessibility priorities • Green initiatives and energy efficiencies • Public participation and engagement • Regionalization of sports, tourism and health • Social media
Business Continuity
The action items identified as supporting the strategic priorities of Council 2012-2014 complement the continuous business and community development direction of Council throughout their term. Other large-scale initiatives are underway, including the Downtown Master Plan, the redevelopment of Market Square, new biosolids facility and a new School of Architecture. A staff of over 3000 individuals apply their talent, technology and skills to supporting Council in its strategic direction. Environmental Influences
Four key planning documents that guide the strategic thinking of the City are:
Healthy Community Official Plan Strategy
Coming of Age in Long Term the 21st Century - Financial Plan Digging Deeper
8 City of Greater Sudbury Strategic Plan 2012 - 2014 9 Revenue 2012 Operating Budget
Revenue Expenditures
$486,187,163 $486,187,163
Road Construction Taxes User fees and Maintenance Growth and Developement Grants Other revenue Police Services Administrative Services
Emergency Services Greater Sudbury Transit
Health and Social Services Recycling and Garbage
Citizen and Leisure Services Outside Boards
2012 Capital Budget Toward Fiscal Funding Sources Allocation Sustainability The City of Greater Sudbury’s municipal budget rests on building blocks for fiscal sustainability: revenues to match expenses, capital renewal, preservation of municipal services, and moderate levels of property taxation. With a low debt load, the City has a healthy financial position.
The City manages an operating budget of $486 The City’s capital budget of $96 million is dedicated million, which is dedicated to day-to-day operations, to one-time expenditures and projects such as road $95,814,618 $95,814,618 including programs and services in more than 30 construction, recreation facilities, building upgrades, diverse sectors. equipment renewal and replacements. Capital envelopes / tax levy Federal & Provincial grants Infrastructure Administrative Service
Reserve funds & development charges Internal financing / Community Development Healthy Communities Initiative future envelopes Growth and Development Police Services
Emergency Services
10 City of Greater Sudbury Strategic Plan 2012 - 2014 11 Priority #1: Infrastructure
The City of Greater Sudbury encompasses the needs of residents. There is a widespread recognition largest area of any municipality in Ontario, that, as in all communities in Northeastern Ontario, covering 3,627 square kilometres. This widespread aging infrastructure poses significant challenges to and geographically diverse service includes 3,560 municipalities who must repair and maintain it. lane kilometres of road – which, end to end, Of the $96 million capital budget, almost $37 million is would more than cover the distance to dedicated to capital road investments. Atlanta, Georgia. The four main projects to support infrastructure as Greater Sudbury City Council allocates funding a priority in the next two years are: through its capital envelopes to develop and • Maley Drive extension; maintain the necessary infrastructure that will • Preparation of industrial lands for development; promote economic growth and meet the social • Ranking of roads that require investments; and • Mater Plan water and wastewater
The City of Greater Sudbury has committed to the following projects and actions:
Ranking of Roads Master Plan Industrial Lands Maley Drive for Investment Water and Wastewater
Continue to lobby for Seek cost-sharing Complete Official Plan Review Finalize and implement the Provincial/Federal Funding opportunities with Federal and Transportation Study 10-year Master Plan for Water contributions and secure debt and Provincial partners Wastewater and seek and financing for City share funding at provincial and Priorities of Greater federal level Complete last 10% of Identify funding strategy for Complete Roads 10-year Consult with stakeholders detail design City share toward priority areas Financial Plan and include including Source Water Sudbury City Council maintenance and growth- Protection Group related costs in roads capital In the summer of 2011, Greater Sudbury City Council held a financing plan visioning session to set the priorities for the 2010-2014 term Continue property acquisition Continue consultation with Identify funding strategies Update priority list for water of Council. Five priorities were identified, infrastructure, growth and utilities relocation stakeholders toward roads redevelopment and waste water extensions and and jobs, image, tourism, and healthy community. Projects and which leverage growth funding strategy initiatives i.e. Industrial associated actions are indentified with each of Land Strategy Council’s priorities.
Communicate Maley Drive Implement Industrial Lands Prepare cost-sharing plan with initiative and link to other Strategy with focus on priority property owners of South Shore City Initiatives i.e. Sustainable areas, i.e. environmental of Lake Ramsey Mobility Plan assessments
12 City of Greater Sudbury Strategic Plan 2012 - 2014 13 Priority #2: Growth and Jobs Priority #3: Image
The City of Greater Sudbury is well positioned for Greater Sudbury City Council has spoken to a Decades of work and the combined efforts Greater Sudbury City Council identified 3 major growth and is actively pursuing a number of large need to focus on three key projects to leverage the of residents, organizations, businesses, and projects to enhance the City of Greater projects which have the potential to significantly community’s growth potential: elected officials have put Greater Sudbury on the Sudbury’s image: impact growth. regional, provincial and national scene. There is • Development opportunities much to celebrate in terms of Greater Sudbury’s • Community profiling • The minimization of “red tape” for developers/ accomplishments through a proactive • Rock of Fame development; and media campaign. • Enhanced communications • The promotion of trades
The City of Greater Sudbury has committed to the following projects and actions: The City of Greater Sudbury has committed to the following projects and actions:
Seek Development Community Profiling Opportunities Minimize “red tape” for Rock of Fame Enhance Communications i.e. Ferrochrome developers/development Promote Trades (Brag Book) Processing Refinery
Create annual city report Advisory Panel to develop concept, Reflect community diversity in a user Negotiate opportunities Continue to develop a one stop shop – Partner with Greater Sudbury recommend recognition criteria, and friendly and singular city website fast track system with customer service Development Corporation, Greater site options training, multi skilled front line staff and Sudbury Chamber of Commerce and key implementation of project management stakeholders toward strategy for trade, tools and software i.e. risk management, education and recruitment Promote staff and Greater Sudburians to Develop communication strategy Complete and implement Communication GHANT charting and updated site be City Ambassadors Strategy and a proactive media campaign plan guide
Create promotional packages, i.e. Sudbury Support fundraising and corporate Develop consistent clear corporate Monitor and support First Nations, Identify and fund integrated Information Develop partnerships with colleges to Living Video, multi-media modalities sponsorship initiatives messaging for ward newsletters Provincial and Technology system for on-line increase skilled trade supply in community Federal initiatives and briefs applications, payment system, index on regulations, license, inspections, updates and process that enable process tracking Promote Sudbury’s national and Develop government relations strategy – and reach full transparency International awards Provincial, Federal, other Municipalities
Identify infrastructure and financial Establish a system to monitor progress Support Greater Sudbury Development Customer service training of staff requirements i.e. road re-location plan, toward streamlining, continuous Corporation Learning City Initiative cottage road re-location plan, bridge improvement, best practice reviews improvements, re-zoning requirements with other cities and improved communications
Develop progressive policies such as Explore additional apprenticeship and Brownfield CIP for non urban lands training opportunities within City operations
14 City of Greater Sudbury Strategic Plan 2012 - 2014 15 Priority #4: Tourism Priority #5: Healthy Community
Since the opening of Science North in 1984 and City Council pointed to five projects to support the The Healthy Community Initiative in Greater Greater Sudbury City Council has identified the addition of Dynamic Earth in 2003, Sudbury growth of the city’s tourism industry: Sudbury is thriving. The City’s strategy for a two projects as being key for the continued tourism has become front and centre in northern healthy community is embraced by the World development of a healthy community: tourism industry and a significant contributor to • Increasing multi-use spaces; Health Organization and the the local economy. • Developing a tourism tagline United Nations. • Promote Greater Sudbury as a healthy community; • Installing a roof on the Grace Hartman and The City’s economic development arm has a strong Amphitheatre; In 2004, elected officials in Greater Sudbury • Develop a therapeutic pool project plan. tourism focus, with an aim of working with partners • Exploring a bud-car/tourism train; and acknowledged the need for developing a healthy at the local, regional, and national level to promote • Pursuing a motorsport park. community strategy. They recognized the importance Greater Sudbury as a prime tourism destination with of formal and informal education in moving the a wide range of world-class attractions. community towards a healthier and more sustainable future.
The City of Greater Sudbury has committed to the following projects and actions:
Increase The City of Greater Sudbury has committed to the following projects and actions: Multi-Use Space, Tourism Tagline Amphitheatre Bud Car/ Convention Roof Tourism Train Motorsport Park Centre Promotion of Sudbury as Healthy Community Therapeutic Pool
Link to Downtown Identify tourism tagline Conduct post-season Feasibility study Assist Sudbury & District Master Plan i.e. market evaluation Motor Sport Associaion Prioritize and take action toward Sustainable Mobility Plan Undertake feasibility study for Council consideration square redevelopment to seek funding for feasibility study Prepare neighborhood assessments on assets and gaps related Seek and identify funding partnerships to social determinants of health and community inclusivity Explore public private Enhance promotion Prioritize capital Identify partnerships, Assist Sudbury & District partnership vacation packages improvements for i.e. Northern Tourism, Motor Sport Associaion online Amphitheatre, i.e. Northeastern in seeking funding Promote environmental pride, values and respect roof, hard seats municipalities opportunities i.e. develop city wide park by-law
Explore potential for Develop financing Increase use of public transportation – innovative ridership Synergy Centre project plan including growth strategies alignment- community sponsorship opportunities Incorporate a health impact assessment tool or healthy community lens into City decision making for large scale projects and initiatives
Explore barriers and enables supportive and affordable housing development
Support the building of adaptation capacity within community for vulnerable population as part of Greater Sudbury Climate Change Consortium
16 City of Greater Sudbury Strategic Plan 2012 - 2014 17 Expected Outcomes and Results
• Increased multi-use space • Friendly and engaging singular city website • Provincial and Federal Cost Sharing Initiatives • Industrial Land Strategy Brownfield CIP for non • Public Private Partnership considerations urban lands • Capital budget allocations which support council’s • Updated priority list and funding strategy for water strategic priorities and waste water extensions • Completed Feasibility Studies • Additional apprenticeship training opportunities • New Economic Development Opportunities within the City and the community • Increased Use of public transportation • Funding strategies for road redevelopment which • Prioritization of GH Amphitheatre capital stimulate economic development improvements • Completion of Maley Drive Detailed Design • New Tourism Tagline • Criteria and site for Rock of Fame • Government Relations Strategy • Local and global ambassadors for Sudbury • Annual City Report • Seek funding for Motor Sport Park and Bud Car • Communications Strategy • Health Impact Assessment Tool • Information Technology interface system • Feasability Study for Therapeutic Pool for ease of access to development
18 City of Greater Sudbury